A social side I think we can say that often, when an organization opens its doors to the outside, even if it is just to watch the competition, emerges a climate of insecurity or fear in leadership or management. Organizations have lived many years in closed on itself, so the approaches that we do, to […]
A social side
I think we can say that often, when an organization opens its doors to the outside, even if it is just to watch the competition, emerges a climate of insecurity or fear in leadership or management.
Organizations have lived many years in closed on itself, so the approaches that we do, to address the challenges inherent in organizational culture, when we turn out for open innovation lay leadership and management issues that result in tension.
Know manage this tension between control and collaboration with and between technical and management contributions helps resolve the personal and organizational conflicts.
“For the type of Manager who believes that is a waste of money to go looking for clever ideas from the” crowd “, this is the kind of evidence that challenges the skepticism. Furthermore, when we talk to companies as they are to connect with innovative out of your business, we encourage them to seek ideas from both independent and in adjacent industries. “-Andy Zynga
The members of the organization that plays this role, should establish the direction that employees must follow and they must ensure that the resources meet the needs of those who wish to see carried out activities.
Motivate people and managing resources are not the same thing, and while the latter calls for a strong monitoring component, which is incompatible with the desired collaboration on open innovation, the first requires a predisposition for the initiative and the responsibility of the members of the organizations.
This means that going from a situation analysis of individual contributions of experts to interdisciplinary teams with internal and external relationships requires a very different leadership based on social skills.
To lead these teams the great results we could imagine, in organizations, a leader of excellence that matched the external internal potential in order to maximize the benefits of connectivity that translates to greater diversity and more wealth in knowledge and creativity.
In a society where the game is always changing, the innovations seem short-lived and organizations need strong leadership that make the boat navigating in these tumultuous waters.
Are strong leaders, those who don’t make others feel smaller, out of context or with feelings of guilt when they fail. Are those that have behaviors that add value to employees and create a sense of ability, respect, making them feel unwelcome.
Open innovation must be led by people with high social intelligence.
Here, what I think are some of the features of a helmsman in open innovation.
-The ability to “read” situations, understand the social context which influences behavior, and behavioral strategies that choice are more likely to succeed.
-The ability to convey your image, that is, the external of himself, feeling that others perceive clearly and that generates confidence (trust is the cornerstone in open innovation).
-The ability to generate the realisation that is honest with itself but rather with internal staff and external partners.
-The ability to effectively use the language, explain the concepts clearly and convince with the ideas, facilitating a common language in innovation.
-The ability to create a sense of connection with others, understanding deeply their needs.
Using fully all the features that have, open innovation leaders manage to break through the boundaries between the inside and the outside and promote talent retention at the same time that enrich the organization with new blood, thus giving rise to a new and richer ecosystem.
Overcome the tendency for absolute control and invest in collaboration create fundamental trust levels for innovating with external partners.
Do you want to comment?
This post was originally published at Crowd Sourcing Week
TagsAnalyses and intuition Art and innovation Ask questions Assumptions and innovation Behavior and innovation Behavior change Business model Business models Collaboration and innovation Connections and creativity Create value Creativity and diversity Creativity and empathy Creativity and sustainability Critical thinking Designthinking Design thinking and business Diversity and creativity Diversity and Innovation Emotional experiences Empathy and innovation Evaluation of ideas Innovation and Human Resources Innovation and Management Innovation and networks Innovation and observation Innovation and possibilities Innovation and trust Innovation Culture Inovattion Institute for the Future Interception of ideas Intuitive thinking Making decisions Marty Neumeir Motivation and collaboration Open Innovation Services Passion and creativity Protoypes Resistance to change Rethinking options Simplicity and innovation Time and creativity values and innovation White space
- March 2018
- February 2018
- May 2017
- April 2017
- March 2017
- February 2017
- January 2017
- December 2016
- November 2016
- February 2016
- March 2014
- May 2013
- April 2013
- March 2013
- February 2013
- January 2013
- December 2012
- November 2012
- October 2012
- September 2012
- August 2012
- July 2012
- June 2012
- May 2012
- April 2012
- March 2012
- February 2012
- January 2012
- December 2011
- November 2011
- October 2011
- September 2011
- August 2011
- July 2011
- June 2011
- May 2011
- April 2011
- March 2011
- February 2011
- January 2011